A study of the relationship between transformational leadership traits and organizational culture types in improving performance in public sector organizations: A Caribbean perspective
by Flemming, Paul L., Ph.D., CAPELLA UNIVERSITY, 2009, 193 pages; 3366452


This study seeks to validate the relationship that exists between transformational leadership styles and organizational culture types that purports to support an organization's performance. The study further determines if there is any substantive relevance to the argument proposed by scholars in leadership theory that an organization's culture predicating on its performance, specifically in public sector organizations. The purpose of this quantitative research is to develop a model by mapping the relationship between a specific style of leadership that best complement an organizational culture types thereby enhancing organizational effectiveness; thus adding to the body of knowledge that currently exists. Improving organizational performance and service quality should be the focus and emphasis of organizational leadership. In order to enhance organizational effectiveness, leaders of both public and private sector organizations must articulate clearly the organizational goals and objectives that permeate their internal environment. It is imperative that the organization aligns its leadership and culture with its strategic philosophies, which are two critical constructs in defining the performance of the organization. A leader's job is infinite and the chief executive officer (CEO) of the organization must be vigilant at all times knowing that the success or failure of the organization ultimately is the leader's responsibility. It is not surprising therefore that research shows that between 35% and 50% of all CEOs are replaced within five years which should be a major concern to any organization. Transformational leadership, it has been argued, holds the answers to the paradox of leadership that is so common in public sectors organizations, and builds on the premise that the ability of the organization to maintain its identity and sense of direction rests heavily on its leaders.

AdvisersGregory McLaughlin; Jo Tebbetts
SourceDAI/A 70-07, Aug 2009
Source TypeDissertation
SubjectsManagement; Public administration
Publication Number3366452
Adobe PDF Access the complete dissertation:

» Find an electronic copy at your library.
  Use the link below to access a full citation record of this graduate work:
  If your library subscribes to the ProQuest Dissertations & Theses (PQDT) database, you may be entitled to a free electronic version of this graduate work. If not, you will have the option to purchase one, and access a 24 page preview for free (if available).

About ProQuest Dissertations & Theses
With over 2.3 million records, the ProQuest Dissertations & Theses (PQDT) database is the most comprehensive collection of dissertations and theses in the world. It is the database of record for graduate research.

The database includes citations of graduate works ranging from the first U.S. dissertation, accepted in 1861, to those accepted as recently as last semester. Of the 2.3 million graduate works included in the database, ProQuest offers more than 1.9 million in full text formats. Of those, over 860,000 are available in PDF format. More than 60,000 dissertations and theses are added to the database each year.

If you have questions, please feel free to visit the ProQuest Web site - http://www.proquest.com - or call ProQuest Hotline Customer Support at 1-800-521-3042.